Virgin Money Group Annual Report and Accounts 2017
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
2013--Annual-Report-Accounts.Pdf
Helping people make measurable progress in their lives through learning ANNUAL REPORT AND ACCOUNTS 2013 OUR TRANSFORMATION To find out more about how we are transforming our business go to page 09 EFFICACY To find out more about our focus on efficacy go to page 14 OUR PERFORMANCE For an in-depth analysis of our performance in 2013 go to page 19 Pearson is the world’s leading learning company, with 40,000 employees in more than 80 countries working to help people of all ages to make measurable progress in their lives through learning. We provide learning materials, technologies, assessments and services to teachers and students in order to help people everywhere aim higher and fulfil their true potential. We put the learner at the centre of everything we do. READ OUR REPORT ONLINE Learn more www.pearson.com/ar2013.html/ar2013.html To stay up to date wwithith PPearsonearson throughout the year,r, visit ouourr blog at blog.pearson.comn.com and follow us on Twitteritter – @pearsonplc 01 Heading one OVERVIEW Overview 02 Financial highlights A summary of who we are and what 04 Chairman’s introduction 1 we do, including performance highlights, 06 Our business models our business strategy and key areas of 09 Chief executive’s strategic overview investment and focus. 14 Pearson’s commitment to efficacy OUR PERFORMANCE OUR Our performance 19 Our performance An in-depth analysis of how we 20 Outlook 2014 2 performed in 2013, the outlook 23 Education: North America, International, Professional for 2014 and the principal risks and 32 Financial Times Group uncertainties affecting our businesses. -
Firstgroup Vies with Virgin in West Coast Rail Bidding War | Business | Guardian.Co.Uk Page 1 of 2
FirstGroup vies with Virgin in west coast rail bidding war | Business | guardian.co.uk Page 1 of 2 Printing sponsored by: FirstGroup vies with Virgin in west coast rail bidding war Aberdeen-based group is frontrunner, along with incumbent, in battle to secure 14-year franchise contract Dan Milmo, industrial editor guardian.co.uk, Sunday 15 July 2012 14.13 BST Virgin, the current holders of the west coast franchise, pay an annual premium of £150m to the government. Photograph: Christopher Thomond for the Guardian FirstGroup has emerged as a frontrunner for the multibillion-pound west coast rail franchise alongside incumbent Virgin Trains, with the contest now a two-horse race between the experienced operators. Aberdeen-based FirstGroup is vying with Virgin despite announcing last year that it is handing back its Great Western rail contract three years ahead of schedule, avoiding more than £800m in payments to the government. The Department for Transport is expected to bank a considerable windfall from the new 14-year west coast contract, with Virgin currently paying an annual premium of about £150m to the state. Both bidders are expected to promise an even bigger number over the life of the new franchise. The winner is expected to be announced next month. It is understood that FirstGroup and Virgin are still in talks with the DfT, but two foreign-owned bidders on the four-strong shortlist are no longer considered likely contenders. They are a joint venture between public transport operator Keolis and SNCF, the French state rail group, and a bid from Abellio, which is controlled by the Dutch national rail operator. -
2018 Unaudited Interim Results for the Six Months Ended 30 September 2017
2018 UNAUDITED INTERIM RESULTS FOR THE SIX MONTHS ENDED 30 SEPTEMBER 2017 Brait SE (Registered in Malta as a European Company) (Registration No. SE1) Share code: BAT ISIN: LU0011857645 Bond code: WKN: A1Z6XC ISIN: XS1292954812 LEI code: 549300VB8GBX4UO7WG59 (“Brait”, the “Company” or “Group”) Item Page reference Section 1: Brait’s interim results presentation: Six months ended 30 September 2017 Contents3 ● Agenda 4 ● Brait six months ended 30 September 2017: - Performance against targets 5 - Brait NAV analysis 6 - Brait’s unaudited interim results 12 ● Portfolio performance review: - Virgin Active FY2017: Nine months ended 30 September 2017 14 - Iceland Foods FY2018: 24 weeks ended 8 September 2017 24 - Premier FY2018: Six months ended 30 September 2017 39 - New Look FY2018: 26 weeks ended 23 September 2017 53 - Other investments Update on portfolio 63 ● Conclusion 64 Section 2: Appendices 65 ● Brait overview 66 ● Brait’s Convertible Bond – overview and salient terms 69 ● Brait’s investment portfolio: Additional information including 5 year summarised financials - Virgin Active 70 - Iceland Foods 85 - Premier 96 - New Look 102 - Other investments 110 Notice to recipients 112 Section 3: Brait’s unaudited interim results announcement: Six months ended 30 September 2017 113 Unaudited results for the six months ended 30 September 2017 BRAIT’S INTERIM RESULTS PRESENTATION for the six months ended 30 September 2017 Interim Results: 30 September 2017 Agenda Welcome Brait Results: Six months ended 30 September 2017 Portfolio Virgin Active Results: -
OCR a Level H431/02 Business RB June 2018
Oxford Cambridge and RSA A Level Business H431/02 The UK business environment Resource Booklet Thursday 7 June 2018 – Afternoon *7010745375* Time allowed: 2 hours INSTRUCTIONS • This is a Resource Booklet. • You should refer to it when answering the examination questions in Section B, which are printed in a separate booklet. • The business described in this Resource Booklet is a real business. INFORMATION • This document consists of 8 pages. Any blank pages are indicated. © OCR 2018 [601/4675/8] OCR is an exempt Charity DC (SC/CT) 152842/3 Turn over 2 VIRGIN TRAINS Virgin Rail Group is a UK train operating company which uses the ‘Virgin Trains’ brand name. It is a joint venture between Virgin Group Ltd and Stagecoach plc. Virgin Trains has operated the West Coast route since 1997 and the East Coast route since 2015 (see Fig. 1). Virgin Trains’ routes West Coast routes Inverness East Coast routes Aberdeen Glasgow Edinburgh York Leeds Liverpool Holyhead Manchester Birmingham Peterborough London Euston London King’s Cross Fig. 1 Virgin Trains is one of more than 20 train operating companies in the UK, all of which are private sector businesses. However, the rail infrastructure, including the rail tracks, signalling and 5 stations, are owned by Network Rail which is a public sector organisation. Train operating companies, such as Virgin Trains, are awarded contracts by the UK government’s Department for Transport to operate a geographical route for a specified number of years. Virgin Trains’ West Coast contract runs until 2019 and the East Coast contract runs until 2023. © OCR 2018 H431/02/RB Jun18 3 Extract A – Virgin Trains renews West Coast contract Stagecoach Group plc & Virgin Group Ltd are pleased to confirm that their joint venture has 10 agreed a new West Coast rail contract with the Department for Transport. -
Governance Report
46 Pearson plc Annual report and accounts 2011 Board of directors Pearson’s 12-member board brings a wide range of experience, skills and backgrounds. Chairman Executive directors Glen Moreno Chairman Marjorie Scardino Chief executive Will Ethridge Chief executive, aged 68, appointed 1 October 2005 aged 65, appointed 1 January 1997 Pearson North American Education aged 60, appointed 1 May 2008 Chairman of the nomination committee Member of the nomination committee and member of the remuneration Will has three decades of experience committee Marjorie brings a range of business, legal in education and educational publishing, and publishing experience to Pearson. including nearly a decade and a half at Glen has more than three decades Before becoming Pearson CEO, she was Pearson where he formerly headed of experience in business and finance, chief executive of The Economist Group. our Higher Education, International and is currently deputy chairman of The Trained as a lawyer, she was a partner in and Professional Publishing business. Financial Reporting Council Limited in a Savannah, Georgia, law firm and at the Prior to joining Pearson in 1998, Will the UK, deputy chairman and senior same time founded with her husband the was a senior executive at Prentice Hall independent director at Lloyds Banking Pulitzer Prize-winning Georgia Gazette and Addison Wesley, and before that Group plc, and non-executive director newspaper. Marjorie is a director of an editor at Little, Brown and Co where of Fidelity International Limited. Nokia Corporation and on the non-profit he published in the fields of economics Previously, Glen was senior independent boards of Oxfam and the MacArthur and politics. -
Oliver, JJ (2018). Strategic Transformations in the Media
Published as: Oliver, J.J. (2018). Strategic Transformations in the Media. Journal of Media Business Studies, Volume 15, Issue 2, 1-22 Introduction Transformation: a marked change in form, nature, or appearance. It is a word that characterises the profound impact that digitalisation and new media technologies have had on the way that many media firms have managed their business. Whilst many media organisations have been exposed to continual levels of turbulence in the past 20 years, two critical events have acted as key drivers of transformational change. The emergence of widespread digitalisation in 1997 and new media technologies, circa 2003, are significant events that have acted as catalysts for technological innovation and market disruption. These high velocity environmental conditions have largely persisted since the late 1990s, and when viewed over the long term, provide an ideal context through which to examine corporate strategy, dynamic capabilities, corporate performance and the strategic transformation of media firms. These disruptive forces have also shaped and contextualised the theoretical debate of many media management researchers, so much so, that we are now seeing the emergence of ‘strategic’ media management as a topic of inquiry. The primary strands of this theme include: an examination of how a highly uncertain media environment has influenced management strategies, business models and profitability (Kung 2007; Koch, 2008; Doyle, 2013; Oliver, 2013; Horst and Jarventie-Thesleff, 2016; Kunz, Siebert and Mütterlein, 2016; Vukanovic, 2016; Daidj, 2018; Evens, Raats & von Rimscha, 2018; Horst, Murschetz, Brennan and Friedrichsen, 2018 ); how legacy media firms are developing dynamic capabilities in response to a fast changing media environment (Oliver, 2014; Naldi, Wikström and von Rimscha, 2014; Horst and Moisander, 2015; Hasenpusch and Baumann, 2017; and Maijanen and Virta, 2017); and how a strategy-as-practice approach has explicated the practical challenges of managing media organisations and their strategic 1 Published as: Oliver, J.J. -
Universidade De Santiago De Compostela
DEPARTAMENTO DE CIENCIAS DA COMUNICACIÓN UNIVERSIDADE DE SANTIAGO DE COMPOSTELA FACULTADE DE CIENCIAS DA COMUNICACIÓN Estratexias de pago por contidos e modelos de negocio da prensa dixital. Análise de caso do Financial Times, The Times e El Mundo en Orbyt Paid content strategies and business models of online newspapers. Case analysis of Financial Times, The Times and El Mundo in Orbyt Manuel Goyanes Martínez TESE DE DOUTORAMENTO presentada en DEPARTAMENTO DE CIENCIAS DA COMUNICACIÓN Director: Francisco Campos Freire Santiago de Compostela, 2013 PRESENTACIÓN Cal é o futuro da prensa, entendida coma un soporte de información e un medio de comunicación profesional organizado mediante unha estrutura empresarial e comercial? Esta é unha pregunta que tanto os profesionais da industria como os académicos se formulan dende a popularización de Internet como xanela de consumo informativo. No epicentro da cuestión está a revisión, reformulación ou fortalecemento do modelo de negocio, como base para o sostemento da organización e para a viabilidade do xornalismo de calidade no espazo dixital. Precisamente, achegar un pouco de luz sobre ese debate é un dos principais obxectivos da presente tese. Pero non o único. A través da análise en profundidade dos modelos de tres xornais (The Times, Financial Times e El Mundo en Orbyt), con estratexias de pago por contidos, tentamos contribuír de modo teórico e práctico á literatura existente. A gratuidade informativa a través do sistema de ingresos publicitario amosouse relativamente deficiente na maior parte de casos, polo que é necesario que a industria inicie a exploración e ensaio de novos modelos de negocio baseados na combinación do pago do lector e no recurso publicitario. -
Stations Monitored
Stations Monitored 10/01/2019 Format Call Letters Market Station Name Adult Contemporary WHBC-FM AKRON, OH MIX 94.1 Adult Contemporary WKDD-FM AKRON, OH 98.1 WKDD Adult Contemporary WRVE-FM ALBANY-SCHENECTADY-TROY, NY 99.5 THE RIVER Adult Contemporary WYJB-FM ALBANY-SCHENECTADY-TROY, NY B95.5 Adult Contemporary KDRF-FM ALBUQUERQUE, NM 103.3 eD FM Adult Contemporary KMGA-FM ALBUQUERQUE, NM 99.5 MAGIC FM Adult Contemporary KPEK-FM ALBUQUERQUE, NM 100.3 THE PEAK Adult Contemporary WLEV-FM ALLENTOWN-BETHLEHEM, PA 100.7 WLEV Adult Contemporary KMVN-FM ANCHORAGE, AK MOViN 105.7 Adult Contemporary KMXS-FM ANCHORAGE, AK MIX 103.1 Adult Contemporary WOXL-FS ASHEVILLE, NC MIX 96.5 Adult Contemporary WSB-FM ATLANTA, GA B98.5 Adult Contemporary WSTR-FM ATLANTA, GA STAR 94.1 Adult Contemporary WFPG-FM ATLANTIC CITY-CAPE MAY, NJ LITE ROCK 96.9 Adult Contemporary WSJO-FM ATLANTIC CITY-CAPE MAY, NJ SOJO 104.9 Adult Contemporary KAMX-FM AUSTIN, TX MIX 94.7 Adult Contemporary KBPA-FM AUSTIN, TX 103.5 BOB FM Adult Contemporary KKMJ-FM AUSTIN, TX MAJIC 95.5 Adult Contemporary WLIF-FM BALTIMORE, MD TODAY'S 101.9 Adult Contemporary WQSR-FM BALTIMORE, MD 102.7 JACK FM Adult Contemporary WWMX-FM BALTIMORE, MD MIX 106.5 Adult Contemporary KRVE-FM BATON ROUGE, LA 96.1 THE RIVER Adult Contemporary WMJY-FS BILOXI-GULFPORT-PASCAGOULA, MS MAGIC 93.7 Adult Contemporary WMJJ-FM BIRMINGHAM, AL MAGIC 96 Adult Contemporary KCIX-FM BOISE, ID MIX 106 Adult Contemporary KXLT-FM BOISE, ID LITE 107.9 Adult Contemporary WMJX-FM BOSTON, MA MAGIC 106.7 Adult Contemporary WWBX-FM -
Virgin Trains Makes Finding the Cheapest Fare Easier Than Ever with New Industry-Leading Website Submitted By: Morris & Company Tuesday, 20 March 2007
Virgin Trains makes finding the cheapest fare easier than ever with new industry-leading website Submitted by: Morris & Company Tuesday, 20 March 2007 Virgin Trains is leading the railway industry with its new website designed to make searching and buying the cheapest possible ticket far simpler. The site provides customers with a one-stop-shop from enquiry through to ticket purchase. Already over 60,000 Virgin Trains customers have bought tickets through the new improved website. Searching for, and identifying, the cheapest available tickets for a rail journey has long been a bone of contention for many passengers. However, Virgin Trains has tackled this issue head on by developing and implementing a brand new search engine which simplifies the process and enables passengers to identify and purchase the best rail fare available quickly. While the railways are moving towards simplification of advance purchase fares across the industry, Virgin Trains is leading the way with its new, improved search engine (www.virgintrains.com) which has been developed in conjunction with ticket retailer The Trainline.com. Virgin Trains is also announcing a major campaign to make rail ticket fares more transparent and raise awareness of the value for money of rail travel. The new search engine and simpler, more user-friendly website will present rail passengers with the cheapest advance purchase – or walk-up – fares which are available for their chosen journey. No longer are all fares shown, irrespective of whether they are available or not. In a separate development, passengers who are unable to buy a Virgin Advance ticket for both the outward and return legs of their journey, or unable to specify an exact train for one leg of a return journey, are now able to mix and match ticket types and buy a Saver Half Return (at half the price of a Saver Return) for either the outward or return leg of the journey. -
Drivers'union
The train ASLEF drivers’ union >>> Rail Franchise Handbook 2019 ASLEF Introduction Welcome to our new Rail Franchise Handbook. I hope you will find it as interesting, and useful, as I do and a valuable tool for the political and industrial work you do for our union. We put this handbook together to give our reps and decision makers the inside track on who really runs Britain’s railways, how they run our railways, and what they take out from our railway industry every year. Because we believe the facts and figures revealed in these pages show, with crystal clarity, the utter folly of our privatised, and fragmented, franchise system. A structure – set up by John Major, 25 years ago, and continued by Conservative governments ever since – that separates the wheels and steel and is underwritten by an enormous public subsidy from every taxpayer in this country, and sky high passenger fares, while tens of millions of pounds haemorrhage from the system into the pockets of shareholders in the form of profits and dividends, or increasingly due inefficiencies. In fact whilst the system has never worked for passengers or taxpayers, there are now signs that it doesn’t work for operators either. The franchising system has been put on hold for a couple of years now due to a lack of bidders. This means direct awards have been handed out leading to even less competition. So we now have a system that exists to maintain the system itself, not our railway. It isn’t true to say that all the train and freight operating fill the pockets of shareholders; some TOCs and FOCs are owned by public, not private, operators where shareholders do not skim the cream off the top of the milk. -
Trainline Prospectus – June 2019
ELECTRONIC TRANSMISSION DISCLAIMER STRICTLY NOT TO BE FORWARDED TO ANY OTHER PERSONS IMPORTANT: You must read the following disclaimer before continuing. This electronic transmission applies to the attached document and you are therefore advised to read this disclaimer carefully before reading, accessing or making any other use of the attached prospectus (the “Prospectus”) relating to Trainline plc (the “Company”) dated 21 June 2019 accessed from this page or otherwise received as a result of such access and you are therefore advised to read this disclaimer carefully before reading, accessing or making any other use of the attached Prospectus. In accessing the attached Prospectus, you agree to be bound by the following terms and conditions, including any modifications to them from time to time, each time you receive any information from us as a result of such access. You acknowledge that this electronic transmission and the delivery of the attached Prospectus is confidential and intended for you only and you agree you will not forward, reproduce or publish this electronic transmission or the attached Prospectus to any other person. The Prospectus has been prepared solely in connection with the proposed offer to certain institutional and professional investors (the “Offer”) of ordinary shares (the “Shares”) of the Company. The Prospectus has been published in connection with the admission of the Shares to the premium listing segment of the Official List of the UK Financial Conduct Authority (the “FCA”) and to trading on London Stock Exchange plc’s main market for listed securities (together, “Admission”). The Prospectus has been approved by the FCA as a prospectus prepared in accordance with the Prospectus Rules made under section 73A of the FSMA. -
Stagecoach South Western Trains Limited (SSW) for the Purpose of Pre- Qualifying For, Bidding for and Operating the South Western Franchise (SWF)
Completed acquisition by Stagecoach Group plc of the South Western franchise The OFT's decision on reference under section 33(1) given on 27 February 2007. Full text of decision published 8 March 2007. Please note that square brackets indicate figures or text which have been deleted or replaced at the request of the parties for reasons of commercial confidentiality. PARTIES 1. Stagecoach Group plc (Stagecoach) is an international public transportation group, with operations in the UK, the USA and Canada. It established Stagecoach South Western Trains Limited (SSW) for the purpose of pre- qualifying for, bidding for and operating the South Western Franchise (SWF). 2. The SWF consolidates two existing passenger franchises, the South West Trains (SWT) franchise, operating in the South and South West of England and the Island Line franchise, operating in the Isle of Wight. Stagecoach currently operates both the SWT and the Island Line franchise through operating subsidiaries. Both franchises commenced in 1996, and have a combined turnover of £687 million for the 2005/2006 financial year. TRANSACTION 3. The SWF franchise runs for 10 years, commencing 4 February 2007 and expiring in February 2017, with the last three years conditional upon set criteria being met. The merger arises from a competitive bidding process, originally tendered by the Strategic Rail Authority, but which is now managed by the Department for Transport. 1 4. SSW was notified on 20 December 2005 that it had pre-qualified to bid for the SWF. It submitted its bid on 30 June 2006 and on 21 September 2006 it entered into the Franchise Agreement with the Department for Transport (DfT) to operate the SWF.